Jw. Male, 49. Netherlands

actually read it once, without taking notes or going to the website (alternating with the Ilias). Really a good read, action-driven. Worthy follow up of Groundswell. I will read it again, in order to put the book into action.

Kinda miss the European perspective, is there none? I do wonder about the relationship culture and openness.

Ok. I read it. Not in one go, that is hardly possible. Sometimes I feel these kind of books are just a sequence of blogs. No problem with that, but it bit hard to read. Admittingly, I am still a Seth fan. Seths main points are to be different and to get in the driver seat (you and your organisation). Your boss really wants an artist, someone who changes everything, who makes dreams come true. Fair enough. But only artists in an organization, would that work? I am not sure.

What the digital world brought us: if you read my blog, we both win. Giving away thoughts and ideas has become easier than ever before. I recall a discussion at the U of G about the sociality of giving. According to sociologist Marcel Mauss, reciprocity is always involved. I tend to doubt that, but who I am to challenge it. But giving is possible without expecting any return. It created the ever existing- gift economy. Real gifts do not require any return and the best gift is giving away art.

A few great remarks:
The easier you can quantity something, the lower the value is.
Plastic smiles do not have impact.
Great work cannot be for everyone, else it would be mediocre.

Very much agree with : School (education at large) should teach students to solve interesting problems and to take charge. The there is no map chapter title is kind of hurting to a cartographer-at-heart, but the following remarks make up for that:
Scientists make maps, and the map is never perfect.
There is no map for leadership, no blueprint for art.
If a map existed, it would not be art; art means you are looking for the road, without a map.
I love it when there is no map. (so do I!)
Mapmakers often have the confidence to make new maps, because they are knowledgeable.

Linchpin is not a must-read, but I do like most of the messages Seth brings us. And I should look into The Lonely Crowd (Riesman/Glazer/Denney) as well.

Read this book in the past, but could not find the notes. Mintzberg I have always admired for his clarity in his articles and books on strategy. This book is a mustread for all who have an MBA, but the over 400 pages might be a bit too step for many.

Mintzberg comments on MBA’s are well known, the source can be found here: http://www.mintzberg.org/ When I was once fortunate to attend a lecture by Porter, I recall observing -young- business students trying to grasp when the man was really lecturing about. In my opinion they failed the context. I did my MBA (in Information Systems) within a few years after my BA. I was really ‘just an eye-opener” into other fields of knowledge. And it got me really reading books.

In particular I was looking for chapter 11 in this one (on thinking patterns for learning & shaping managers) and found it (…). I will get back to this book in due time. It deserves deep reading.